Workplace cancer support needs more than just benefits; it requires comprehensive action plans, according to Workplace Options' CEO, Alan King. King highlights the need to address the emotional and practical aspects of cancer support, which are often overlooked in favor of more tangible benefits. While employers have made significant investments in programs addressing cardiovascular disease, diabetes, and mental health, cancer remains a workplace blind spot, particularly in the benefits landscape.
King attributes this disparity to the nature of cancer as an episodic illness, in contrast to chronic conditions that individuals can manage through behavioral changes. He emphasizes that while diet and health can mitigate some chronic conditions, cancer is often hereditary, making it challenging for individuals to take preventive measures. Additionally, cancer carries a psychological barrier, as it frightens people, and many don't know what to say when confronted with it.
The Canadian Cancer Society reports a decline in cancer incidence, with rates decreasing by 1.2% annually for males since 2011 and 0.4% annually for females since 2012. Cancer mortality rates peaked in 1988 and have been decreasing since, with a 42% reduction in males and a 28% reduction in females. However, survival rates have improved significantly, with 64% of cancer patients in Canada expected to survive 5 years or more, compared to 25% in the 1940s.
Despite Canada's national health system covering basic benefits, employer-sponsored plans are supplemental. However, these supplements have not adequately supported employees dealing with cancer. King argues that the emotional side of cancer treatment is often neglected, as a person's mental state directly influences their ability to endure chemotherapy and affects treatment outcomes. In Canada, employer plans are supplemental, and these supplements have not kept pace with the needs of cancer patients.
King also highlights the importance of the workplace environment around someone with cancer. Supervisors, leaders, and team members need help understanding the challenges their colleague is facing. Simple accommodations, such as avoiding scheduling meetings the day after chemotherapy, are rarely implemented. King emphasizes the need for programs that train employees on how to be supportive, as well as action plans that outline specific steps to take when a colleague is diagnosed with cancer.
The gap between what employers spend and what helps employees stay employed or return to work successfully is often about communication, not money. King stresses the importance of understanding the available benefits and how they can help, rather than just having the benefits themselves. He argues that the emotional impact of illness on people beyond the employee who is sick is often overlooked, and organizations need to measure healthcare spending beyond the direct employee.
King acknowledges that no particular cancer type has received more attention from employers, as the broader movement is towards general awareness and early detection. He sees a pattern emerging around men's health, particularly prostate cancer, similar to the sustained attention breast cancer has received over the years. King emphasizes that real progress lies in normalizing early screening tools that can improve survivability.
On the benefits side, companies are developing more targeted support for a range of medical conditions, including cancer. Digital and AI-driven tools are multiplying, narrowing the gap between individuals and the information or caregivers they need. For tech-savvy employees, these platforms also open doors to peer-support networks, connecting people facing the same illness. Emotional support around serious medical issues is increasingly delivered through digital channels.
King concludes by emphasizing the need for action plans and training that reinforces the process, as these elements are currently missing. He argues that the richness of benefits is lost without an environment that allows them to be accessed and activated effectively, both for employees with cancer and those affected by someone who does.
